Bill Campbell, chairman of Intuit and mentor to many Silicon Valley companies, believes that innovation starts with product-focused engineers leading development. He discusses how companies like Google strive to invent new products and services, while others like Apple focus on perfecting technology to create seamless consumer experiences. Campbell has seen both breakthrough innovations and failed startups over his career. He emphasizes the importance of founding teams that care about building durable companies with lasting value through intellectual property and competitive advantages.
Este documento ofrece instrucciones para el armado, uso y mantenimiento de una compostera diseñada para lombrices californianas. Explica cómo empezar el proceso de compostaje colocando una cama de compost de lombrices, agregando las lombrices y alimentándolas gradualmente con residuos orgánicos. También describe cómo cosechar el compost y los lixiviados producidos por las lombrices de forma regular.
40 Days Journey Into God With Fasting & Prayer - Day 4.pdfJoseph Asoh
40 Days Journey Into God!
DAY 4: HUNGER & THIRST
Hunger and Thirst or Desperation is one of the surest spiritual virtues that catches God’s attention anytime any day. Not hunger for physical food or thirst for physical water but hunger and thirst for God and for His Kingdom. Genuine hunger and thirst is usually manifested as spiritual desperation. When one is consumed with a burning desire or passion to know God, to experience God. Sometimes it appears like an Obsessive Compulsive Desire – a desperation for God. Such hunger and thirst is a magnet for God. God cannot ignore a desperate seeker. Hear what the Scriptures says:
Matthew 5:6 (KJV)
6 Blessed are they which do hunger and thirst after righteousness: for they shall be filled.
John 6:35 (KJV)
35 And Jesus said unto them, I am the bread of life: he that cometh to me shall never hunger; and he that believeth on me shall never thirst.
Psalms 42:1-2 (KJV)
1 As the hart panteth after the water brooks, so panteth my soul after thee, O God.
2 My soul thirsteth for God, for the living God: when shall I come and appear before God?
Psalm 119:131 (KJV)
131 I opened my mouth, and panted: for I longed for thy commandments.
Deuteronomy 4:29 (KJV)
29 But if from thence thou shalt seek the Lord thy God, thou shalt find him, if thou seek him with all thy heart and with all thy soul.
Jeremiah 29:13 (KJV)
13 And ye shall seek me, and find me, when ye shall search for me with all your heart.
Hunger and Thirst for God can be expressed in many ways:
Hunger for the True and Living Word of God
Thirst for the Holy Spirit’s Infilling
Longing and Desire for the Worship of God
Zeal to do the Will of God
Passion for Prayer
Groaning in the Spirit for Grace
Fervent Faith
Empathy for Evangelism and Soul Winning
Finding Fulfillment in Fellowship
Bonding with the Brethren
The Prayer of Hunger & Thirst
[Prayer of Desperation]
Dear Heavenly Father
I hunger and thirst for You just as the deer pants for water.
I want to seek You early, before the sun rises
And I will stay seeking You even after the night falls.
You are the Air I breathe,
You are Light to my eyes and Music to my ears,
Without You life holds no meaning,
You are all I long for.
I will not rest until I find You because when I find You I have found True Life!
And with You are treasures this world will never comprehend!
In Jesus name I pray!
#40DaysJourneyIntoGod
#40DaysFastingAndPrayer
#OceanOfGraceAnnualFast
#oceanofgracefastingandprayer
#oceanofgraceikc
#deepintogod
A tsunami is caused by earthquakes, volcanic eruptions, or meteorite impacts under water which generates a wave that grows much larger as it reaches the coast. This wall of water goes back and forth, devastating everything with strong currents. Tsunamis can cause severe flooding, destruction of buildings, and loss of life. The most important safety measures after a tsunami warning are to evacuate beaches and seek higher ground in buildings or mountains.
The document discusses landslide disaster resilience town planning with a focus on landslides. It begins with an introduction and overview of landslides, their causes and impacts. It then provides background on landslide risk in India, particularly in the Himalayan region. The document presents a case study of Uttarakhand state, analyzing vulnerability profiles, population at risk, and highly landslide-prone areas. It recommends direct and indirect remedial measures for landslides and emphasizes a systematic planning and management approach involving preparation, response, and post-disaster stages.
A powerful tsunami caused by an undersea earthquake in the Indian Ocean on December 26, 2004 killed over 230,000 people across 14 countries. The earthquake, rated between 9.1 and 9.3 on the Richter scale, generated 30-meter waves that destroyed coastal areas and was the third strongest and longest earthquake ever recorded, stopping the Earth's rotation for 3 seconds.
The Houston retail market posted positive net absorption of 397,000 square feet in Q1 2013, with vacancy declining slightly to 7.0%. Rental rates increased to an average of $14.68 per square foot. New retail space under construction totaled 585,000 square feet. The Houston job market and economy remained strong, with 118,700 new jobs added in the last year and unemployment falling to 6.3%.
Este documento ofrece instrucciones para el armado, uso y mantenimiento de una compostera diseñada para lombrices californianas. Explica cómo empezar el proceso de compostaje colocando una cama de compost de lombrices, agregando las lombrices y alimentándolas gradualmente con residuos orgánicos. También describe cómo cosechar el compost y los lixiviados producidos por las lombrices de forma regular.
40 Days Journey Into God With Fasting & Prayer - Day 4.pdfJoseph Asoh
40 Days Journey Into God!
DAY 4: HUNGER & THIRST
Hunger and Thirst or Desperation is one of the surest spiritual virtues that catches God’s attention anytime any day. Not hunger for physical food or thirst for physical water but hunger and thirst for God and for His Kingdom. Genuine hunger and thirst is usually manifested as spiritual desperation. When one is consumed with a burning desire or passion to know God, to experience God. Sometimes it appears like an Obsessive Compulsive Desire – a desperation for God. Such hunger and thirst is a magnet for God. God cannot ignore a desperate seeker. Hear what the Scriptures says:
Matthew 5:6 (KJV)
6 Blessed are they which do hunger and thirst after righteousness: for they shall be filled.
John 6:35 (KJV)
35 And Jesus said unto them, I am the bread of life: he that cometh to me shall never hunger; and he that believeth on me shall never thirst.
Psalms 42:1-2 (KJV)
1 As the hart panteth after the water brooks, so panteth my soul after thee, O God.
2 My soul thirsteth for God, for the living God: when shall I come and appear before God?
Psalm 119:131 (KJV)
131 I opened my mouth, and panted: for I longed for thy commandments.
Deuteronomy 4:29 (KJV)
29 But if from thence thou shalt seek the Lord thy God, thou shalt find him, if thou seek him with all thy heart and with all thy soul.
Jeremiah 29:13 (KJV)
13 And ye shall seek me, and find me, when ye shall search for me with all your heart.
Hunger and Thirst for God can be expressed in many ways:
Hunger for the True and Living Word of God
Thirst for the Holy Spirit’s Infilling
Longing and Desire for the Worship of God
Zeal to do the Will of God
Passion for Prayer
Groaning in the Spirit for Grace
Fervent Faith
Empathy for Evangelism and Soul Winning
Finding Fulfillment in Fellowship
Bonding with the Brethren
The Prayer of Hunger & Thirst
[Prayer of Desperation]
Dear Heavenly Father
I hunger and thirst for You just as the deer pants for water.
I want to seek You early, before the sun rises
And I will stay seeking You even after the night falls.
You are the Air I breathe,
You are Light to my eyes and Music to my ears,
Without You life holds no meaning,
You are all I long for.
I will not rest until I find You because when I find You I have found True Life!
And with You are treasures this world will never comprehend!
In Jesus name I pray!
#40DaysJourneyIntoGod
#40DaysFastingAndPrayer
#OceanOfGraceAnnualFast
#oceanofgracefastingandprayer
#oceanofgraceikc
#deepintogod
A tsunami is caused by earthquakes, volcanic eruptions, or meteorite impacts under water which generates a wave that grows much larger as it reaches the coast. This wall of water goes back and forth, devastating everything with strong currents. Tsunamis can cause severe flooding, destruction of buildings, and loss of life. The most important safety measures after a tsunami warning are to evacuate beaches and seek higher ground in buildings or mountains.
The document discusses landslide disaster resilience town planning with a focus on landslides. It begins with an introduction and overview of landslides, their causes and impacts. It then provides background on landslide risk in India, particularly in the Himalayan region. The document presents a case study of Uttarakhand state, analyzing vulnerability profiles, population at risk, and highly landslide-prone areas. It recommends direct and indirect remedial measures for landslides and emphasizes a systematic planning and management approach involving preparation, response, and post-disaster stages.
A powerful tsunami caused by an undersea earthquake in the Indian Ocean on December 26, 2004 killed over 230,000 people across 14 countries. The earthquake, rated between 9.1 and 9.3 on the Richter scale, generated 30-meter waves that destroyed coastal areas and was the third strongest and longest earthquake ever recorded, stopping the Earth's rotation for 3 seconds.
The Houston retail market posted positive net absorption of 397,000 square feet in Q1 2013, with vacancy declining slightly to 7.0%. Rental rates increased to an average of $14.68 per square foot. New retail space under construction totaled 585,000 square feet. The Houston job market and economy remained strong, with 118,700 new jobs added in the last year and unemployment falling to 6.3%.
I am a marketing and policy practitioner with a master’s degree in public policy and over four years experience in marketing project management. Here is my resume.
Enhancing the working temperature span and refrigerant capacity of two-phase...Universidad de Oviedo
The document discusses enhancing the working temperature span and refrigerant capacity of two-phase composite systems based on amorphous FeZrBCu ribbons. It first introduces the magnetocaloric effect and improving the relative cooling power through composite compounds. It then presents results on the magnetocaloric properties of FeZrBCu amorphous alloys, including their tunable Curie temperatures and large magnetic entropy changes. The advantages of using these alloys in two-phase composite systems are discussed.
Sainsbury's plans to redevelop its regional distribution depot in Basingstoke to provide a modern, more efficient facility. The existing 300,000 sq ft depot built in 1964 is outdated and at full capacity. The proposed redevelopment will increase distribution efficiency, secure Sainsbury's long-term future in Basingstoke, and safeguard existing jobs. Construction of the new 15-hectare site will begin in November 2011 if planning approval is granted.
The document discusses leadership skills of Tim Cook as the CEO of Apple Inc. It provides background on Cook, noting he joined Apple in 1998 and became CEO in 2011. It discusses some of Cook's leadership qualities that have helped make Apple successful, such as making your own rules, taking risks, focusing on people, and being transparent. The document also provides a brief history of Apple, success stories of the company, skills and recommendations for Cook, and concludes by reiterating his effective leadership communication.
The document discusses different eras of business models from 1950 to present day and strategies for companies to thrive in today's changing environment. It suggests companies built from 1950-1990 focused on lasting success, those from 1994-2002 aimed to be sold, and current companies from 2002-2015 need to continuously innovate and adapt to changing conditions. It advocates for reframing problems, creating movements to shift minds, and systematizing innovation without systems to stay relevant through constant change.
This document discusses innovation and leadership. It provides definitions of innovation, outlines innovation processes, and discusses different frameworks for managing innovation. It also profiles Steve Jobs as an innovative leader at Apple and compares his leadership style to current leadership at Apple and Samsung. While Apple currently leads in profits, the summary concludes that Samsung's steady growth positioning it to be neck and neck with Apple in the long run.
Comparative Study Of 2 Business LeaderRehan Akhtar
Bill Gates and Steve Jobs were both pioneering business leaders in the technology industry. While Gates dropped out of Harvard to co-found Microsoft, Jobs dropped out of Reed College to co-found Apple. Their early successes included Gates developing the programming language BASIC and Jobs introducing the breakthrough Apple II personal computer. Both demonstrated ambitious visions and risk-taking attitudes that drove their companies to dominance in the personal computing market. However, their management and leadership styles differed, with Jobs taking a more aggressive and demanding approach while Gates focused on product strategies through a mix of authoritative, delegative and participative leadership.
This document summarizes a book that examines why some technology company CEOs and products succeed while others fail. It explores seven secrets of tuned in leaders: 1) working as a trusted advisor to customers, 2) building products from the outside-in by understanding customer needs, 3) keeping products simple, 4) distributing leadership, 5) stopping the vendor mindset, 6) strong marketing, and 7) measuring what matters. The book uses examples like Apple's Newton and iPod to show how leadership style impacts success.
Derek Britton gets creative and compiles an overview of this legendary language. At 60 years young, why is it so prevalent in core enterprise systems? A great slideshare about the 'Philosophy of COBOL' (written by a black-belt 3rd dan master.....)
Steve Jobs was the co-founder, chairman, and CEO of Apple Inc. He dropped out of college but went on to revolutionize multiple industries with his innovative products. Jobs was a visionary leader who focused on design and simplicity. He transformed Apple's fortunes and led the company to become the most valuable publicly traded company in the world by continually releasing groundbreaking products that people fell in love with. Jobs had an unconventional leadership style but was passionate about his vision and brought out the best in his employees to change the world through technology.
Apple is an American technology company established in 1976 that develops consumer electronics. It achieved widespread success in 2007 with products like the iPhone, iPod touch, and iPad. Apple's mission is to provide high-quality customer service and innovative products through in-house operating systems and software. Its values include making a positive social impact and an environment where employees are important and can make a difference. Apple has a hierarchical structure with Tim Cook as CEO and functions like marketing and retail led by senior VPs, while specific products are managed by VPs. Under Steve Jobs, leadership was autocratic, but Tim Cook promotes a more democratic and quiet style of leadership while maintaining a focus on excellence.
The document discusses creative leadership skills needed for the 21st century. It summarizes findings from an IBM CEO study that found creativity is the most important leadership quality. Creative leaders encourage experimentation, make major business model changes, and take calculated risks to innovate. The document also discusses trends like increasing complexity, shorter product lifecycles, and changing nature of work that require creative leadership. It presents models for developing creative change leaders and lists qualities of creative leaders, like believing in others' creativity and living with ambiguity.
Steve Jobs was the co-founder and CEO of Apple Inc. who is renowned for his leadership and innovation. The document outlines key events in Jobs' life and career, including dropping out of college, co-founding Apple with Steve Wozniak in 1976, releasing the Apple I and II, and launching the Macintosh in 1984. It also discusses Jobs' later ventures with NeXT and return to Apple as CEO in 1996. The document analyzes Jobs' leadership style, describing him as a visionary, charismatic, and transformational leader who was passionate about innovation and focused on transforming Apple through new products.
Here is two discussion board posts please give me a paragrap.pdfgeetakannupillai1
Here is two discussion board posts please give me a paragraph comment on both of these
INDIVIDUALLY
1.How Tim Cook succeeded in different ways than Steve Jobs came down to their individual
strengths. Steve Jobs is a visionary and incredible entrepreneur, but his management style sorely
lacked as well as his ability to run the business efficiently. Jobs had been known for his outbursts
at employees, as well as being confrontational and a micromanager. (Bajarin). This is mainly what
caused him to be pushed out by Apple during his first time with them. While he was incredibly
good at creating products and design, he was not a good manager and did not have the
background for running a company. Tim Cook on the other hand came from an operations
standpoint and knew the nuances of running a company. However, his weaknesses have been in
product development. This has not stopped Tim Cook though, having tripled Apples worth and
revenue in his time as CEO. And, in terms of brand value, Cook is transforming Apple into a
company with progressive values around inclusion, diversity and privacy, and is championing the
companys environmental initiative.(Kahney). The company has always been boundary pushing,
but the internal environment had been bogged down by Steve Jobs culture with a lack of focus on
how process could be streamlined. Tim Cook has turned that culture into something more
meaningful with a focus on inclusion and diversity. These missions are incredibly impactful
because employees feel seen and heard. In addition to that, his background in operations has
helped look at the logistics and supply chain model that Apple has. This has helped greatly with
expansion. When you become a giant company with a lot of people in operations and multifaceted
business model, you need a much more generalist CEO, Dediu says. And thats what Tim Cook
always was: the right guy for the job. (Kahney). Again, it comes down to their individual strengths.
Tim Cook saw the bigger picture of the business, while Steve Jobs was a visionary that could paint
the picture of what the future of product development could be.
2.
Tim Cook, Apple's current CEO, is a respected business leader who has continued the company's
success despite the death of Steve Jobs, the iconic co-founder. In contrast to Jobs, Cook has
prioritized practical matters like growing Apple's market share and ensuring its long-term viability.
Supply chain management is one area where Cook excelled while Jobs did not. Due largely to
Cook's efforts, Apple continues to command the technology market (Weinberger, 2019). With his
guidance, Apple has forged relationships with several producers and distributors worldwide,
guaranteeing a constant supply of high-quality components and finished goods. Cook has also
done a great job expanding Apple's selection of products (Bajarin, 2021). While Jobs was most
recognized for the iPhone, Cook has seen the creation of other popular Apple products like the
Apple Watch, AirPods, .
Page 1 Case Study on Apple’s Business Strategies Fro.docxmadlynplamondon
Page 1
Case Study on Apple’s Business Strategies
From http://www.mbaknol.com/management-case-studies/case-study-on-apples-business-strategies/
Product Differentiation
Apple prides itself on its innovation. When reviewing the history of Apple, it is evident that this attitude
permeated the company during its peaks of success. For instance, Apple pioneered the PDA market by
introducing the Newton in 1993. Later, Apple introduced the easy-to-use iMac in 1998, and updates following
1998. It released a highly stable operating system in 1999, and updates following 1999. Apple had one of its
critical points in history in 1999 when it introduced the iBook. This completed their “product matrix”, a
simplified product mix strategy formulated by Jobs. This move allowed Apple to have a desktop and a portable
computer in both the professional and the consumer segments. The matrix is as follows:
In 2001, Apple hit another important historical point by launching iTunes. This marked the beginning of
Apple’s new strategy of making the Mac the hub for the “digital lifestyle”. Apple then opened its own stores, in
spite of protests by independent Apple retailers voicing cannibalization concerns. Then Apple introduced the
iPod, central to the “digital lifestyle” strategy. Philip W. Schiller, VP of Worldwide Product Marketing for
Apple, stated, “iPod is going to change the way people listen to music.” He was right.
Apple continued their innovative streak with advancements in flat-panel LCDs for desktops in 2002 and
improved notebooks in 2003. In 2003, Apple released the iLife package, containing improved versions of
iDVD, iMovie, iPhoto, and iTunes. In reference to Apple’s recent advancements, Jobs said, “We are going to do
for digital creation what Microsoft did for the office suite productivity.” That is indeed a bold statement. Time
will tell whether that happens.
http://www.mbaknol.com/wp-content/uploads/2010/09/apple-inc_mbaknol.jpg
http://www.mbaknol.com/wp-content/uploads/2010/09/apple-inc_mbaknol.jpg�
Page 2
Apple continued its digital lifestyle strategy by launching iTunes Music Store online in 2003, obtaining
cooperation from “The Big 5” Music companies—BMG, EMI, Sony Entertainment, Universal, Warner. This
allowed iTunes Music Store online to offer over 200,000 songs at introduction. In 2003, Apple released the
world’s fastest PC (Mac G5), which had dual 2.0GHz PowerPC G5 processors.
Product differentiation is a viable strategy, especially if the company exploits the conceptual distinctions for
product differentiation. Those that are relevant to Apple are product features, product mix, links with other
firms, and reputation. Apple established a reputation as an innovator by offering an array of easy-to-use
products that cover a broad range of segments. However, its links with other firms have been limited, as we will
discuss in the next section on strategic alliances.
There is economic value in product d.
While there is no blueprint or checklist that one can follow to gu.docxalanfhall8953
While there is no blueprint or checklist that one can follow to guarantee the success of a business, much can be learned from analyzing those that have failed and those that have flourished during the same time period and under similar circumstances.
Write a paper of no more than 2,000 words.
Part 1: Business Failure Analysis
Select a business that failed and one that succeeded within the last 5 years.
Identify each organization’s objectives, vision, and mission.
Determine the indicators of the business failure and success from research. These may include aspects of the leadership style, communication, structure, and so forth.
Describe how specific organizational behavior theories could have predicted or explained the company’s failure or success.
Describe the role of leadership, management, organizational structure, and the culture of the organization and its departments in the failure and success of the businesses.
Part 2: Leading Organizational Change
Imagine that you are the CEO of the failed organization before the business failure took place. You now have the opportunity to lead the organization in a change process to prevent the impending failure.
Identify the most vital areas for change.
Identify the potential barriers you will face during the change process.
Evaluate the power and political issues within the organization and describe how you will address these issues.
Describe the steps you will follow to implement the organizational change based on John Kotter’s 8-step plan for implementing change.
Include at least two peer-reviewed articles from the University of Phoenix Library.
Format your paper consistent with APA guidelines.
Click the Assignment Files tab to submit your assignment.
Failure analysis
Contrasting Companies:
1. Sharper Image (losing Company)
2. Apple Inc.
When it was founded:
1. 1977
2. April 1, 1976
Founder:
1. Richard Thalheimer
2. Steve Jobs
Quick Description
1. Sharper image became of the pioneers stores of high end electronic products, it became famous for its high end electronic shinny products made in japan. It grew to a $760 million publically traded company with 196 stores in the most expensive malls in America and overseas. High competition from other local stores like Apple Stores, Bookstone, Radio Shack, Macys, and a law suit from Consumer Reports finally took the company in 2009 to file bankruptcy and eventually liquidate.
Sharper image made its debut as a small mail order business in 1977 while Thalheimer was going to law school. He took $ 1000 us investment and started marketing a line of high tech digital watches targeted to runners. He sold out his stock before his credit card payment was due. He liked the idea and keep advertising and using short credit lines to finance this start up. Within years he was mailing eye catching catalogs of products that were interesting and must haves for the growing upscale man between 25-44 years old.
Sharper image iconic air filter was the product that t.
“We’re here to put a dent in the universe,” said Steve Jobs, co-founder of Apple Computer and then chairman and CEO of Apple Inc. Today, all personal computers incorporate a version of the mouse-driven graphical user interface that Jobs perfected and popularized. The guiding spirit behind the Macintosh computer, iPod, iPad, iPhone and iTunes, Jobs is an American corporate legend. Few people worked more closely with him than Jay Elliot, a former senior vice president at Apple. In this business biography, written before Jobs died, Elliot and co-author William L. Simon detail
Jobs’s corporate achievements, his attention to product detail and his visionary leadership. Their revealing profile to those compelled by or curious about the genius of Jobs.
Bill Gates and Steve Jobs were both visionary founders of pioneering technology companies. Gates founded Microsoft in 1975 and grew it to become the worldwide leader in software. Jobs co-founded Apple Computers in 1976 and pioneered the personal computer revolution with GUI-based computers like the Mac. Both used their business successes to pursue philanthropic work later in life through organizations like the Bill & Melinda Gates Foundation.
I am a marketing and policy practitioner with a master’s degree in public policy and over four years experience in marketing project management. Here is my resume.
Enhancing the working temperature span and refrigerant capacity of two-phase...Universidad de Oviedo
The document discusses enhancing the working temperature span and refrigerant capacity of two-phase composite systems based on amorphous FeZrBCu ribbons. It first introduces the magnetocaloric effect and improving the relative cooling power through composite compounds. It then presents results on the magnetocaloric properties of FeZrBCu amorphous alloys, including their tunable Curie temperatures and large magnetic entropy changes. The advantages of using these alloys in two-phase composite systems are discussed.
Sainsbury's plans to redevelop its regional distribution depot in Basingstoke to provide a modern, more efficient facility. The existing 300,000 sq ft depot built in 1964 is outdated and at full capacity. The proposed redevelopment will increase distribution efficiency, secure Sainsbury's long-term future in Basingstoke, and safeguard existing jobs. Construction of the new 15-hectare site will begin in November 2011 if planning approval is granted.
The document discusses leadership skills of Tim Cook as the CEO of Apple Inc. It provides background on Cook, noting he joined Apple in 1998 and became CEO in 2011. It discusses some of Cook's leadership qualities that have helped make Apple successful, such as making your own rules, taking risks, focusing on people, and being transparent. The document also provides a brief history of Apple, success stories of the company, skills and recommendations for Cook, and concludes by reiterating his effective leadership communication.
The document discusses different eras of business models from 1950 to present day and strategies for companies to thrive in today's changing environment. It suggests companies built from 1950-1990 focused on lasting success, those from 1994-2002 aimed to be sold, and current companies from 2002-2015 need to continuously innovate and adapt to changing conditions. It advocates for reframing problems, creating movements to shift minds, and systematizing innovation without systems to stay relevant through constant change.
This document discusses innovation and leadership. It provides definitions of innovation, outlines innovation processes, and discusses different frameworks for managing innovation. It also profiles Steve Jobs as an innovative leader at Apple and compares his leadership style to current leadership at Apple and Samsung. While Apple currently leads in profits, the summary concludes that Samsung's steady growth positioning it to be neck and neck with Apple in the long run.
Comparative Study Of 2 Business LeaderRehan Akhtar
Bill Gates and Steve Jobs were both pioneering business leaders in the technology industry. While Gates dropped out of Harvard to co-found Microsoft, Jobs dropped out of Reed College to co-found Apple. Their early successes included Gates developing the programming language BASIC and Jobs introducing the breakthrough Apple II personal computer. Both demonstrated ambitious visions and risk-taking attitudes that drove their companies to dominance in the personal computing market. However, their management and leadership styles differed, with Jobs taking a more aggressive and demanding approach while Gates focused on product strategies through a mix of authoritative, delegative and participative leadership.
This document summarizes a book that examines why some technology company CEOs and products succeed while others fail. It explores seven secrets of tuned in leaders: 1) working as a trusted advisor to customers, 2) building products from the outside-in by understanding customer needs, 3) keeping products simple, 4) distributing leadership, 5) stopping the vendor mindset, 6) strong marketing, and 7) measuring what matters. The book uses examples like Apple's Newton and iPod to show how leadership style impacts success.
Derek Britton gets creative and compiles an overview of this legendary language. At 60 years young, why is it so prevalent in core enterprise systems? A great slideshare about the 'Philosophy of COBOL' (written by a black-belt 3rd dan master.....)
Steve Jobs was the co-founder, chairman, and CEO of Apple Inc. He dropped out of college but went on to revolutionize multiple industries with his innovative products. Jobs was a visionary leader who focused on design and simplicity. He transformed Apple's fortunes and led the company to become the most valuable publicly traded company in the world by continually releasing groundbreaking products that people fell in love with. Jobs had an unconventional leadership style but was passionate about his vision and brought out the best in his employees to change the world through technology.
Apple is an American technology company established in 1976 that develops consumer electronics. It achieved widespread success in 2007 with products like the iPhone, iPod touch, and iPad. Apple's mission is to provide high-quality customer service and innovative products through in-house operating systems and software. Its values include making a positive social impact and an environment where employees are important and can make a difference. Apple has a hierarchical structure with Tim Cook as CEO and functions like marketing and retail led by senior VPs, while specific products are managed by VPs. Under Steve Jobs, leadership was autocratic, but Tim Cook promotes a more democratic and quiet style of leadership while maintaining a focus on excellence.
The document discusses creative leadership skills needed for the 21st century. It summarizes findings from an IBM CEO study that found creativity is the most important leadership quality. Creative leaders encourage experimentation, make major business model changes, and take calculated risks to innovate. The document also discusses trends like increasing complexity, shorter product lifecycles, and changing nature of work that require creative leadership. It presents models for developing creative change leaders and lists qualities of creative leaders, like believing in others' creativity and living with ambiguity.
Steve Jobs was the co-founder and CEO of Apple Inc. who is renowned for his leadership and innovation. The document outlines key events in Jobs' life and career, including dropping out of college, co-founding Apple with Steve Wozniak in 1976, releasing the Apple I and II, and launching the Macintosh in 1984. It also discusses Jobs' later ventures with NeXT and return to Apple as CEO in 1996. The document analyzes Jobs' leadership style, describing him as a visionary, charismatic, and transformational leader who was passionate about innovation and focused on transforming Apple through new products.
Here is two discussion board posts please give me a paragrap.pdfgeetakannupillai1
Here is two discussion board posts please give me a paragraph comment on both of these
INDIVIDUALLY
1.How Tim Cook succeeded in different ways than Steve Jobs came down to their individual
strengths. Steve Jobs is a visionary and incredible entrepreneur, but his management style sorely
lacked as well as his ability to run the business efficiently. Jobs had been known for his outbursts
at employees, as well as being confrontational and a micromanager. (Bajarin). This is mainly what
caused him to be pushed out by Apple during his first time with them. While he was incredibly
good at creating products and design, he was not a good manager and did not have the
background for running a company. Tim Cook on the other hand came from an operations
standpoint and knew the nuances of running a company. However, his weaknesses have been in
product development. This has not stopped Tim Cook though, having tripled Apples worth and
revenue in his time as CEO. And, in terms of brand value, Cook is transforming Apple into a
company with progressive values around inclusion, diversity and privacy, and is championing the
companys environmental initiative.(Kahney). The company has always been boundary pushing,
but the internal environment had been bogged down by Steve Jobs culture with a lack of focus on
how process could be streamlined. Tim Cook has turned that culture into something more
meaningful with a focus on inclusion and diversity. These missions are incredibly impactful
because employees feel seen and heard. In addition to that, his background in operations has
helped look at the logistics and supply chain model that Apple has. This has helped greatly with
expansion. When you become a giant company with a lot of people in operations and multifaceted
business model, you need a much more generalist CEO, Dediu says. And thats what Tim Cook
always was: the right guy for the job. (Kahney). Again, it comes down to their individual strengths.
Tim Cook saw the bigger picture of the business, while Steve Jobs was a visionary that could paint
the picture of what the future of product development could be.
2.
Tim Cook, Apple's current CEO, is a respected business leader who has continued the company's
success despite the death of Steve Jobs, the iconic co-founder. In contrast to Jobs, Cook has
prioritized practical matters like growing Apple's market share and ensuring its long-term viability.
Supply chain management is one area where Cook excelled while Jobs did not. Due largely to
Cook's efforts, Apple continues to command the technology market (Weinberger, 2019). With his
guidance, Apple has forged relationships with several producers and distributors worldwide,
guaranteeing a constant supply of high-quality components and finished goods. Cook has also
done a great job expanding Apple's selection of products (Bajarin, 2021). While Jobs was most
recognized for the iPhone, Cook has seen the creation of other popular Apple products like the
Apple Watch, AirPods, .
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Case Study on Apple’s Business Strategies
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Product Differentiation
Apple prides itself on its innovation. When reviewing the history of Apple, it is evident that this attitude
permeated the company during its peaks of success. For instance, Apple pioneered the PDA market by
introducing the Newton in 1993. Later, Apple introduced the easy-to-use iMac in 1998, and updates following
1998. It released a highly stable operating system in 1999, and updates following 1999. Apple had one of its
critical points in history in 1999 when it introduced the iBook. This completed their “product matrix”, a
simplified product mix strategy formulated by Jobs. This move allowed Apple to have a desktop and a portable
computer in both the professional and the consumer segments. The matrix is as follows:
In 2001, Apple hit another important historical point by launching iTunes. This marked the beginning of
Apple’s new strategy of making the Mac the hub for the “digital lifestyle”. Apple then opened its own stores, in
spite of protests by independent Apple retailers voicing cannibalization concerns. Then Apple introduced the
iPod, central to the “digital lifestyle” strategy. Philip W. Schiller, VP of Worldwide Product Marketing for
Apple, stated, “iPod is going to change the way people listen to music.” He was right.
Apple continued their innovative streak with advancements in flat-panel LCDs for desktops in 2002 and
improved notebooks in 2003. In 2003, Apple released the iLife package, containing improved versions of
iDVD, iMovie, iPhoto, and iTunes. In reference to Apple’s recent advancements, Jobs said, “We are going to do
for digital creation what Microsoft did for the office suite productivity.” That is indeed a bold statement. Time
will tell whether that happens.
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Apple continued its digital lifestyle strategy by launching iTunes Music Store online in 2003, obtaining
cooperation from “The Big 5” Music companies—BMG, EMI, Sony Entertainment, Universal, Warner. This
allowed iTunes Music Store online to offer over 200,000 songs at introduction. In 2003, Apple released the
world’s fastest PC (Mac G5), which had dual 2.0GHz PowerPC G5 processors.
Product differentiation is a viable strategy, especially if the company exploits the conceptual distinctions for
product differentiation. Those that are relevant to Apple are product features, product mix, links with other
firms, and reputation. Apple established a reputation as an innovator by offering an array of easy-to-use
products that cover a broad range of segments. However, its links with other firms have been limited, as we will
discuss in the next section on strategic alliances.
There is economic value in product d.
While there is no blueprint or checklist that one can follow to gu.docxalanfhall8953
While there is no blueprint or checklist that one can follow to guarantee the success of a business, much can be learned from analyzing those that have failed and those that have flourished during the same time period and under similar circumstances.
Write a paper of no more than 2,000 words.
Part 1: Business Failure Analysis
Select a business that failed and one that succeeded within the last 5 years.
Identify each organization’s objectives, vision, and mission.
Determine the indicators of the business failure and success from research. These may include aspects of the leadership style, communication, structure, and so forth.
Describe how specific organizational behavior theories could have predicted or explained the company’s failure or success.
Describe the role of leadership, management, organizational structure, and the culture of the organization and its departments in the failure and success of the businesses.
Part 2: Leading Organizational Change
Imagine that you are the CEO of the failed organization before the business failure took place. You now have the opportunity to lead the organization in a change process to prevent the impending failure.
Identify the most vital areas for change.
Identify the potential barriers you will face during the change process.
Evaluate the power and political issues within the organization and describe how you will address these issues.
Describe the steps you will follow to implement the organizational change based on John Kotter’s 8-step plan for implementing change.
Include at least two peer-reviewed articles from the University of Phoenix Library.
Format your paper consistent with APA guidelines.
Click the Assignment Files tab to submit your assignment.
Failure analysis
Contrasting Companies:
1. Sharper Image (losing Company)
2. Apple Inc.
When it was founded:
1. 1977
2. April 1, 1976
Founder:
1. Richard Thalheimer
2. Steve Jobs
Quick Description
1. Sharper image became of the pioneers stores of high end electronic products, it became famous for its high end electronic shinny products made in japan. It grew to a $760 million publically traded company with 196 stores in the most expensive malls in America and overseas. High competition from other local stores like Apple Stores, Bookstone, Radio Shack, Macys, and a law suit from Consumer Reports finally took the company in 2009 to file bankruptcy and eventually liquidate.
Sharper image made its debut as a small mail order business in 1977 while Thalheimer was going to law school. He took $ 1000 us investment and started marketing a line of high tech digital watches targeted to runners. He sold out his stock before his credit card payment was due. He liked the idea and keep advertising and using short credit lines to finance this start up. Within years he was mailing eye catching catalogs of products that were interesting and must haves for the growing upscale man between 25-44 years old.
Sharper image iconic air filter was the product that t.
“We’re here to put a dent in the universe,” said Steve Jobs, co-founder of Apple Computer and then chairman and CEO of Apple Inc. Today, all personal computers incorporate a version of the mouse-driven graphical user interface that Jobs perfected and popularized. The guiding spirit behind the Macintosh computer, iPod, iPad, iPhone and iTunes, Jobs is an American corporate legend. Few people worked more closely with him than Jay Elliot, a former senior vice president at Apple. In this business biography, written before Jobs died, Elliot and co-author William L. Simon detail
Jobs’s corporate achievements, his attention to product detail and his visionary leadership. Their revealing profile to those compelled by or curious about the genius of Jobs.
Bill Gates and Steve Jobs were both visionary founders of pioneering technology companies. Gates founded Microsoft in 1975 and grew it to become the worldwide leader in software. Jobs co-founded Apple Computers in 1976 and pioneered the personal computer revolution with GUI-based computers like the Mac. Both used their business successes to pursue philanthropic work later in life through organizations like the Bill & Melinda Gates Foundation.
Bill Gates and Steve Jobs were both pioneering visionaries in the technology industry. Gates founded Microsoft in 1975 and grew it into the world's largest software company. He is now focused on philanthropic efforts through the Bill & Melinda Gates Foundation. Jobs co-founded Apple in 1976 and pioneered the personal computer revolution and user-friendly GUIs. He later founded Pixar and returned to Apple as CEO in 1997 to revive the company by launching products like the iMac. Both leaders transformed their industries through their innovative ideas and drive to bring technology to everyday users.
Tim Cook has had success as Apple's CEO since replacing Steve Jobs, growing revenue and earnings significantly. However, some are concerned about Apple's declining stock price and increasing market share of Android competitors. While Cook focuses on great customer experiences like Jobs, there are questions about whether incremental improvements or new products like Apple TV will be enough to drive the strong growth investors want to see, given Android's lead in market share. Steve Ballmer has faced criticism for Microsoft's stagnant share price during his tenure as CEO since 2000, though the company now has a strong product lineup, and there is no clear successor identified yet to replace him.
BUILDING COMPETITIVE STRATEGY, AND ALIGNING STRATEGY WITH THE EXECUTIONPankaj Kumar
BUILDING COMPETITIVE STRATEGY, AND ALIGNING STRATEGY WITH THE EXECUTION
Authors’ names and affiliations: Pankaj Kumar, CEO of Institute of Financial Leadership & Management, A-1202, Park Titanium, Park Street, Wakad, Pune -411057 pankaj.kumar@iflbm.com
The Silent Crisis - Apple & The Death of Steve JobsMarian Z.
This document summarizes the impact of Steve Jobs' death on Apple Inc. Jobs was the visionary leader and public face of Apple until his death from cancer in 2011. While Apple had succession plans in place and continues to see financial success under new CEO Tim Cook, there is uncertainty around whether the company can maintain its innovative spirit and competitive advantages without Jobs' leadership. Some indicators suggest Apple's brand image and profit margins may be declining. It remains to be seen if Apple can introduce another breakthrough product to ensure long-term success without its iconic former CEO.
Similar to Coaching Innovation An Interview With Intuits Bill Campbell (20)
This document provides an outline for forecasting revenues and costs for a business. It discusses developing a strategic vision that includes understanding customers, making realistic assumptions, and getting started with forecasts. Key areas for forecasting revenues include product sales, pricing, geographical expansion, new products, partnerships, and other income sources. Key areas for forecasting costs include cost of sales, operating expenses like marketing, IT, personnel, and taxes. It also covers forecasting the balance sheet, working capital, and capital expenditures.
This article discusses the need for profitability management. It notes that while revenue is relatively easy to attribute, indirect costs are more difficult to allocate to divisions, units, or departments. Profitability management is important for linking financial and operational processes so managers understand the financial impact of decisions. It allows for increased financial control and predictable results. The article argues profitability management is more relevant today due to increasing indirect costs, global competition, and the need for strategic cost management.
Lou Gerstner took over as CEO of IBM in 1993 during a time of crisis for the company. Rather than breaking up IBM as suggested, Gerstner made four critical decisions: 1) Keeping the company together, 2) Changing IBM's economic model, 3) Reengineering how IBM did business, and 4) Selling nonproductive assets. Gerstner publicly announced these decisions, focusing on restoring profitability, winning customer premises battles, being competitive in client/server technology, providing full service, and improving customer responsiveness.
The document provides an overview and analysis of key concepts and passages from the Vedas:
- There are four main Vedas - the Rg, Yajur, Sama, and Atharva Vedas. Each has four parts including hymns, rituals, forest teachings, and philosophical texts like the Upanishads.
- The Rg Veda's first hymn references Agni, the god of fire, as a sacrificial priest and bestower of delight. Analysis shows Agni represents the fire of enthusiasm that conquers lethargy.
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This document is an introduction to the English translation of The Art of War by Sun Tzu, translated by Lionel Giles. It provides background on Sun Tzu and how he came to the attention of the King of Wu by demonstrating his military theories on a group of women. It also summarizes Sun Tzu's career victories after being appointed general by the King of Wu. The introduction serves to establish context around the original author and work before presenting Giles' translation.
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The document discusses the use of "power curves" to analyze industry dynamics and inequality among large companies. Power curves show that the distribution of values among top companies often follows a power law distribution rather than a normal bell curve, with a small number of very large companies and many smaller companies. This reveals increasing inequality in size and performance over time. Industries with more intangible assets like software tend to have steeper power curves than more capital-intensive industries. Understanding power curves can provide strategic insights for companies regarding structural industry trends and the need for strategic moves rather than incremental strategies.
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Coaching Innovation An Interview With Intuits Bill Campbell
1. Coaching innovation: An interview with Intuit’s Bill Campbell 67
Coaching innovation:
An interview with Intuit’s
Bill Campbell
A veteran Silicon Valley CEO and mentor of CEOs talks about his
years in high tech.
Lenny T. Mendonca and
Kevin D. Sneader
“People ask me why I got into high tech,” Bill Campbell jokes with visitors
to his Palo Alto office. “I tell them you should have seen my coaching
record.” Indeed, in six seasons, during the 1970s, as head football coach at
his alma mater, New York’s Columbia University, Campbell never turned
in a winning season.
It’s been a different story in Silicon Valley, where Campbell, a wiry, energetic
former college linebacker, moved more than two decades ago to join Apple
Computer and market the brand-new Macintosh. Since then Campbell, 66,
has served as CEO of three high-tech companies, including software maker
Intuit, whose board he now chairs. He also sits on Apple’s board and serves
as a low-profile, high-level counselor to many emerging high-tech companies.
To executives at these and other valley icons, large and small, who fondly
refer to Campbell as “coach,” it’s precisely his straightforward delivery and
seasoned counsel that make him one of the best-known background players
in the heartland of US technology and innovation. Campbell “is the
single best mentor and coach of CEOs, teams, and talent I’ve ever met,” says
venture capitalist John Doerr,1 who encouraged Campbell to step into a
mentoring role five years ago at Google. “Priceless beyond belief” is the way
1
Suzanne Taylor and Kathy Schroeder, Inside Intuit: How the Makers of Quicken Beat Microsoft and
Revolutionized an Entire Industry, Boston: Harvard Business School Press, 2003, pp. xiii.
2. 68 The McKinsey Quarterly 2007 Number 1
Article at a glance
Google’s Eric Schmidt described
In an interview on innovation, Bill Campbell, the
Campbell in a profile of Google
chairman of the software maker Intuit and a high- published in 2005. “Our
level counselor to Silicon Valley icons including basic strategy is to invite him
Apple and Google, discusses how companies such
to everything.”2
as Google strive to invent new products and
services, while others, like Apple, focus on perfect-
ing technology to create a seamless end-to-end Campbell, who grew up in a small
consumer experience. steel town near Pittsburgh, doesn’t
Innovative organizations, Campbell believes, start seek the limelight. But in his career
with engineers who have the clout to lead the product- he’s experienced firsthand the
development process. He outlines ways for
spectrum of Silicon Valley sce-
managers to organize a culture of innovation and
motivate teams to advance it. narios, ranging from technological
breakthroughs to the rocket
Campbell also discusses managerial approaches to
marketing, setting priorities for innovation, and trajectories of new start-ups to failed
balancing the need for investment in innovation with spin-offs—and the mountains of cash
the financial markets’ demand for strong quarterly that go up in smoke when products
financial results.
don’t catch on. At Intuit, the maker
of the popular Quicken and
Related articles TurboTax applications, revenues have
on mckinseyquarterly.com risen tenfold, to $2 billion, in the
“Reinventing innovation at consumer goods companies,”
dozen years that Campbell has been
Web exclusive, November 2006
with the company. More important,
“From push to pull: The next frontier of innovation,”
perhaps, Intuit is one of the
2005 Number 3
companies that have successfully held
“Unbundling the corporation,”
their own against Microsoft, the
2000 Strategy Anthology
valley’s common enemy to the north.
On a recent afternoon in his Palo Alto offices, Campbell sat down with
McKinsey’s Lenny Mendonca and Kevin Sneader to talk about the role
of innovation in stimulating growth, as well as the management challenge
of building and sustaining an innovative corporate culture.
The Quarterly: You’ve seen a lot of companies go through various
stages of development. Many of these companies were successful and known
for being innovative. Is there something in common among them?
Bill Campbell: There’s no question that there is. The reason I like to work
with some of these companies is because they have founders, CEOs, and
management teams that really care about building durability and lasting
value. And when I talk to companies, I’m always interested in who’s going to
be the next Intel, the next Apple. Who’s going to be the next HP?
2
John Heilemann, “Journey to the (revolutionary, evil-hating, cash-crazy, and possibly self-destructive) center
of Google,” GQ, March 2005.
3. Coaching innovation: An interview with Intuit’s Bill Campbell 69
I care about the ones that care a lot about operating values, that care
about durability and lasting value. I’m not interested in “quick in and out.”
All I want to do is be able to help companies with their goals.
When I talked to [Google cofounder] Larry Page the first time, I asked him
what he was really trying to create, and he said, “A $100 billion company.”
I asked “Market cap?” He said, “No, revenue.” Just that fast. Think about it.
Well, that meant he cared big time about doing something great. And, you
know, he and Sergey [Google cofounder Sergey Brin] started with a
fundamental technology advantage and a philosophy that they believed they
could turn into a great company, and that’s what they’ve been able to do.
The Quarterly: What’s your approach to innovation?
Bill Campbell: I’m a product guy. I mean, I like products. And I believe that
intellectual property is a huge differentiator. When I take a look at what
went on in the Internet boom, I think if there were people who really paid
Vital statistics
Born August 31, 1940, in Homestead, Pennsylvania
Married with 2 children
Education
Earned BA in 1962 and master’s degree in 1964, both from
Columbia University
Career highlights
Intuit (1994–present)
• Chairman of the board (1998–present)
• CEO (1999–2002)
• President and CEO (1994–98)
GO (pen-based-computing software company)
• President and CEO (1991–94)
Claris (purchased by Apple Computer in 1990
• Founder, president, and CEO (1987–91)
Apple Computer (1983–87)
• Executive vice president, US region (1985–87)
• Executive vice president, sales and marketing (1984)
• Vice president, sales (1984)
• Vice president, marketing (1983)
• Management positions at Eastman Kodak and J. Walter Thompson
(1979–83)
Fast facts
Serves on board of directors of National Football Foundation, College
Football Hall of Fame
Bill Campbell Serves on board of directors of Apple Computer and Opsware
(formerly Loudcloud)
Serves as chair of Columbia University’s board of trustees
Head football coach at Columbia University for 6 years; awarded
Columbia University’s Alexander Hamilton Award in 2000
4. 70 The McKinsey Quarterly 2007 Number 1
attention to the technological underpinnings of companies that were trying
to get themselves started, those people would have understood that these
were bad investments and that ideas are a dime a dozen. Unless you have
some defensible IP or some way to do a service better than someone else—
some way that would fundamentally change the way people think about it—
then this is probably not going to be a good early-stage company.
The Quarterly: How does innovation happen?
Bill Campbell: Look, innovation can occur in a couple of ways. Many
company founders really want to be inventors. They want to break new
ground with products and services that haven’t been done before. Google
wants to let a thousand flowers bloom. It gives its engineers personal
time to work on things of their choosing—potentially breakthrough stuff
than can make a difference. These projects are reviewed and evaluated and
have the opportunity to become mainstream Google products. On the
other hand, Apple applies technology. It says, “We’re going to do this, and
we’re going to do it better than anybody.” There were MP3 players out
there before the iPod. And people forget the fact that Apple put out the
iPod before the iTunes store. Just think about it. Today everything looks so
seamless, but Apple didn’t do that right at the beginning. Steve Jobs,
over a period of time, figured out how to apply technology to consumer
products that people want: a seamless end-to-end experience.
The Quarterly: With all the different forms that innovation can take, how
does an executive build and support an innovative culture?
Bill Campbell: 3M used to get pats on the back for its projects: stickies
and all that stuff. Some companies continually support an environment of
innovation. It’s where the crazy guys have stature, where engineers really
are important. And this will be the unique thing you hear from me.
If you start with that, you have a better chance of maintaining a culture
of innovation.
The Quarterly: This is the Campbell School of innovation?
Bill Campbell: The Campbell School is that engineers need to have clout.
When I went to Intuit, I would have the directors of engineering have lunch
with me every Friday. We’d bring in pizza; we’d sit there and shoot the
bull. And I wasn’t in there talking about new ideas. I was in there talking to
them about how we could do more things the same: I wanted standards on
whatever we were going to do. What are the languages we’re going to use?
How are we going to do quality assurance? Things like that. But it wasn’t
5. Coaching innovation: An interview with Intuit’s Bill Campbell 71
just that. The idea was that they had the CEO privately for two hours every
Friday. And there wasn’t a thing that went on that somebody couldn’t bring
up and say, “This is screwed up. We’re really struggling with this—what
can we do?”
Later, as we got closer, I’d get sushi and take the four of them in my car.
We’d drive to one of the engineers’ houses, watch Monday Night
Football, and eat and talk about what we could do to make our engineering
environment better. We changed many things to make this happen:
fellowship programs, fellowship awards, engineering bonuses, extra
vacations for heroic work.
The Quarterly: You’ve seen a payoff from all that?
Bill Campbell: When we were trying to build Quicken.com, we bought a
company out of Pittsburgh. We had a really good group of engineers there.
So I said to the head engineer, “We’re going to turn this into a development
center, and you guys can do a lot of work on various products.” He said,
“Can I talk to you for a minute?” I was sitting right outside a hotel in
downtown Pittsburgh, and the guy says to me, “We want to come to Silicon
Valley. We want to do great products, not finish others’ work. We want to
be in the company’s mainstream. We don’t want to be out here doing fringe
development. And we want to come to Silicon Valley.” So we brought
them all out here—16 or 17 came—and that became the beginning of our
Quicken.com development group. And these guys showed all the rest of
our guys how to do server-based work and create a world-class Web site.
The real point is that engineers should have the ability to say, “This is what
we want to do, and all the product managers in the world aren’t going to
talk us out of this.” Later, when we started doing a lot of banking, we hired
some product managers with bank experience. One day, one of them comes
to a meeting that included me and banking engineers and says, “I want
these features.” And I replied, “If you ever tell an engineer what features
you want, I’m going to throw you out on the street. You’re going to tell the
engineers what problem the consumer has. And then the engineers are going
to provide you with a way better solution than you’ll ever get by telling
them to put some dopey feature in there.”
The Quarterly: Are you innovative?
Bill Campbell: I’m not innovative. I support innovation. There’s not a
product idea that I’ll ever have that’s going to amount to anything. But
what I’ll do is make sure that the right people are in the room and that the
6. 72 The McKinsey Quarterly 2007 Number 1
lunatic fringe has an opportunity to contribute. Most of the people in the
world are like me and not like Steve Jobs or Eric Schmidt as CEOs—in their
respective companies, each of them knows technically what all of the
products and services are capable of doing and can envision this. That’s not
what I do. And I don’t think there are very many CEOs in the world
who can do what Steve Jobs and Eric Schmidt can. But they also know how
to empower engineers. I can tell you this: empowered engineers are the
single most important thing that you can have in a company.
The Quarterly: How do you encourage the lunatic fringe and cope with
Wall Street and the pressure for strong quarterly earnings?
Bill Campbell: What you do is set expectations. When was the last
time anybody told you what the operating-income percentage was? Tell me
what the operating-income percentage is at Apple. You have no idea.
But you know that what matters is that you beat the previous quarter or the
comparable quarter a year ago. So just do that. I would sit there and tell
analysts all the time that we are going to keep our RD at 14 percent,
15 percent of revenues. We just have to if we expect to be an innovative
company—that’s what it’s going to cost. Maybe I could give back a point or
two, but I would rather put that point in RD than give it to Wall Street.
The Quarterly: So what’s in the Bill Campbell playbook to keep teams
of innovative engineers motivated when a company gets as big as Intuit or
Google is now?
Bill Campbell: Engineers care deeply about the projects they work on—
projects that they really feel passionate about. After a forced march to
a product launch, you might feel that they need a break. So you give them a
break; give them some time off. And when they come back, you say, “Go
tinker. See what you want to do. Discover new things. Look around the
company and see if there are some things you really feel we ought to do.”
You can’t do that for 50 people, but you can for 5 or 10. And you can make
sure that these guys are your “war guys”: guys you really want to have
in the company, ones that make a difference.
The Quarterly: Where do great engineers come from?
Bill Campbell: They can come from anywhere. More likely from the best
technical schools, because there’s a premium on innovation. They think
about it from the time they’re in school. All geographies are producing
great engineers, but our US universities are still producing our most
innovative ones.
7. Coaching innovation: An interview with Intuit’s Bill Campbell 73
The Quarterly: If a company doesn’t have
a collection of engineers passionate
about pushing the envelope, can you build
that culture?
Bill Campbell: I’m absolutely convinced you
can build that. You need a leader. You have
to go out and recruit the best person you can
who knows how to create an innovation
culture. He or she doesn’t need to be
personally the most innovative person, but he
or she needs to know how to foster innovation. Then give that person
license to hire. Go get yourself some teams. Recruit people who have the
“DNA” that you want. But you’ve got to be careful that you don’t make
engineers beholden to product-marketing people. For me, growth is the goal,
and growth comes through having innovation. Innovation comes through
having great engineers, not great product-marketing guys.
The Quarterly: How would you manage that kind of company?
Bill Campbell: There are ways to think about organizing your teams so
that you can get better results. My contention today is that if a month is
20 working days, you’ve got to spend a day doing nothing but reviewing
projects. A whole day, with the whole management team, so that we can
clean up those projects, clean out the ones that aren’t going to be good, and
take the bodies that are recovered and put them on the projects that look
like they have the best prospects.
You also need strong, capable management. I push hard on hiring,
developing people, making them better. And I push hard on innovation and
best practices. In the absence of true innovation, there’s no excuse for not
knowing where the best practices are. And a lot of best practices can come
as tweaks that will make a practice more innovative. I give high grades to
anybody who knows exactly what’s going on in the industry and can adapt
to this quickly.
The Quarterly: Can big companies do what you’ve been talking about?
Bill Campbell: There’s absolutely no question. I think that if you have a
$2 billion company, what you have to do is take that philosophy to your
managers and make sure they apply it. Look at what Jeffrey Immelt’s doing
at GE . I know he’s pushing innovation and engineering practices in that
organization. Just read between the lines when you look at what the guy’s
8. 74 The McKinsey Quarterly 2007 Number 1
doing. It’s no longer, “Let’s just go buy somebody and add another
$500 million of revenue and then make sure this will be $500 million of
really profitable revenue.”
The Quarterly: How do you kill the things that won’t work?
Bill Campbell: I think there are boundaries that you want to make sure you
have. You don’t want to start anything unless you really think it has an
opportunity. You should act as if you’re the venture capitalist, as if I came to
you and said, “Look, I’ve got a crazy idea. Let me tell you about it.” You
would reply, “Give me a little bit of a business plan here. I’m not expecting
this thing to be the tightest thing in the world, but let me just ask this: who’s
the product for? What’s the total available market for this product? Forget
what share. And just what will this do? What in the behavior chain is
this going to change?” People have got to be able to justify why they’re doing
something. Just what problem are we trying to solve? And a product has
to pass somebody’s test of reasonableness before it can be initiated.
What you have to do is really accept failure. If you’re unwilling to say that
out of five or six things you’ll try, two or three are going to fail, then you had
better not do it. Because you’re not going to get everything right. If you
think that you’re going to project every single detail, it’s just not going to
happen. Some of those things, you’ve got to be able to adjust.
And you’ve got to make sure that you have some freedom to fail. That means,
if it’s one point in a billion-dollar company, or one point in a $2 billion
company, that you know that one point is just your mess-around point, that
you know that that’s going to go into R as opposed to D. That’s an important
thing. You just know that some amount isn’t going to work. This amount
is going to test you.
The Quarterly: You’ve talked a lot about the engineers. What’s the role of
the customer?
Bill Campbell: We have to be careful about the customer. I learned this from
Steve Jobs years ago. When I came to Apple, I brought my Kodak research
mentality, and Steve’s view was, “Stuff your research. Nobody’s ever going to
give you feedback on something that they can’t conceive of.” And so we
would argue those points. And I still joke with him and say, “A marketing
person would never have conceived of a Macintosh. But a marketing
person could have made it better.”
The Quarterly: Say that I’m a new CEO, and I’m in a company that’s
performing well. It’s not a turnaround. And I come in there and say, “OK ,